Supply Chain Management
DHS Oil International FZE
Total des années d'expérience :37 years, 11 Mois
Coordinate the movement of equipment for worldwide operations.
Procurement / Inspection of equipment and supplies.
Setting up the Supply Chain department.
o Led the Oracle implementation project: involved a great deal of change management at various levels of the organization. With a challenging short time-line; the entire scope was deployed on schedule; by careful control of the project we managed to avoid scope creep or scope drift and 25% below budget.
o Deployed MRP and Procurement module in the ERP implementation.
o Was the Project Lead for Planning and executing the warehouse migration between two 3PL operators: involved physical inventory, creating zones and assigning product categories, movement of stocks by newly assigned zones into the new facility; the original plan was 15 days downtime - however the move was completed in 9 days, as risk mitigation and contingency plans were built into the master-plan.
o Leading the Continuous Improvement initiatives using Lean toolsets, to improve warehouse efficiency
o Introduced Lean - Kaizen methodology and Kaizen Concepts of Coaching Kata and Improvement Kata into the DNA of daily work processes to reduce defects.
Distribution Center Operations.
Warehousing & Distribution.
Lean Initiatives, using Lean Principles, Tools and Methodologies
Implementing Quality Initiatives geared to Process Improvement.
Developing internal SOP and standardized processes.
Establish, monitor and evaluate SLA and KPI.
On the job training.
Develop Training Programmes in Warehouse Skills
Warehouse Needs Analysis for Distribution Centres around the world, plan and implement warehouse re-engineering.
Re-engineer and streamline existing processes using Lean Management concepts.
Analyze throughput data, capacity and resource planning.
Manages the company's inventory utilizing sound security policies and procedures consistent with good accounting and distribution practices.
Manage logistics pipeline as a synchronized integrated process
Designing and implementing successful business-focused solutions, through integrating business and people development strategies to deliver improved business performance
Negotiate Warehouse Contracts
Resource Optimization
Managing multi-sites Distribution Centers in UAE, Jordan, Kuwait and Bahrain.
Managing 3PL operators handling each Distribution Center.
Negotiating Transport Rates.
Negotiating Warehouse Contracts.
Day to Day DC operations.
Monitoring SLA and KPI.
Meeting Customers and Supporting Sales Staff.
- Responsible for the supervision & coordination of the daily activities of the Operations Department (air, ocean, inter-gulf land transportation, customs brokerage), liaison with Overseas offices, Suppliers and Clients, Sales and Customer Service Support.
- During my tenure, high profile clients with varied and stringent requirements were added to the client base, most of them are still with EGL. The requirements were compiled into Standard Operating Procedures, facilitating individual customer account management.
- Two major achievements were the introduction of a courier product for a large Dubai based hotel chain, and the launch of the 3PL / SCM division, including a Distribution Center with Pre-Retail Logistics for the Saks 5th Avenue store in Riyadh & the Regional SCM Contract for 3M products.
- UPS started flight operations into India in October 1998. As the main person in charge of operations, this involved all activities in setting up a new station, including formulating and implementing the Master Operating Plan for the station, training new personnel.
- A major responsibility was the liaison with vendors, aircraft handling agents and government agencies to maintain the UPS quality standards.
- Was privileged to be the second person in the PACRIM Region to hold UPS - FAA Load Master License for all wide-body cargo aircrafts of the UPS fleet.
- Joined as the Branch Manager - Mumbai and eventually took responsibility for the Customer Cservices and Operations of the 5 offices in the Western Region, with over 80 personnel.
- My contribution to the improved bottom-line was through capitalizing on new business opportunities, and budget controls. One of the challenges was to revive the Pune branch, which was achieved by an 80% increase in turnover with a 25% increase in the client base.
- Implemented the concept of client specific operating procedures, which resulted in Client Loyalty and an increase in turnover.
- Was part of the core team to establish a pioneering Logistics Project, involving the JIT & KD Kits concept, for GE Medical’s new facility to manufacture specialized equipment.
- Over a period of 9 years after joining as an Operations Assistant, moved up, to head the Cargo Operations for 3 airports in Western and Southern Region.
- This involved training and supervision, safety controls of flight operations & load planning.
- Specialized in handling cargo needing special attention: odd dimensions / time - temperature sensitive / aircraft parts / live animals.
- A major achievement was the implementation of late acceptance, for same day uplift within specified parameters, giving the airline Local Leadership & improving Customer Satisfaction.
Lean Six Sigma Black Belt Certification. Deployment of Lean Tools and Methodologies.
The assessors had good recommendations on the quality of projects and assignments submitted.
3 weeks intensive training on Lean Tool-set Methodologies and Principles for use in Manufacturing and Service Industries.
Finance, Accounting and Auditing